Work Systems Section Community and Economic Development

Community and Economic Development Work System Summary

Arvada’s future prosperity and quality of life will be significantly influenced by the City’s ability to ensure that development meets safety requirements, design values and standards, infrastructure needs, and supports the local economy to implement the community’s vision.

PRINCIPLES AND SERVICES:

To support community and economic development, the City of Arvada:

• Uses the Comprehensive Plan to guide planning, land use code decisions, development management, and informational and resource services that are delivered to residents, businesses, the development community, decision-making bodies, and neighborhood partners to achieve a well-planned, aligned, sustainable, and livable community for current and future generations . • Ensures the alignment of all City Master Plans providing an aligned and integrated approach to the achievement of strategic and operational targets . • Applies a high-performing development review process that maintains the community’s standards for safety, vision, and quality design which ensures a quality and timely review for the developer . • Supports the community’s vision by cultivating an environment that attracts and retains private-sector investment, a talented workforce, and an engaged business community . • Maintains and protects the health, safety, and welfare of the public by ensuring safe buildings in the community, while providing excellent customer service .

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Community and Economic Development Work System Summary

Budget Summary

REVENUES BY TYPE 2021 ACTUAL 2022 REVISED 2023 BUDGET 2024 BUDGET Licenses, Permits and Fees $2,980,145 $2,870,007 $2,870,007 $2,883,757 Intergovernmental - - 6,541,099 6,419,652 Charges for Services 854,053 550,000 550,000 550,000 Miscellaneous 23,494 - 207,410 208,610 Revenue Transfer - - 120,000 120,000 Total Revenues $3,857,693 $3,420,007 $10,288,516 $10,182,019

Note: In 2023 The Arvada Housing Authority and Community Development programs are moved to the Community and Economic Development Worksystem

Revenue Highlights

• Licenses, Permits and Fees include charges for building permits, plan inspection fees and other miscellaneous permits . • Intergovernmental revenues include federal grants for the housing and community development programs . The Housing and Community Development programs will become a part of the

Community and Economic Development work-system in 2023, previously these programs were a part of Vibrant Communities and Neighborhoods . • Charges for Services include plan review fees including building, zoning and engineering . • The annual budgeted revenue is built upon a base level of service . This guarantees that on-going expenditures are not funded by growth .

Community and Economic Development Work System Summary

EXPENDITURES BY TYPE 2021 ACTUAL 2022 REVISED 2023 BUDGET 2024 BUDGET Personnel $4,075,729 $3,597,828 $5,211,882 $5,430,917 Services and Charges 385,414 337,425 6,346,284 6,432,632 Supplies and Expenses 307,614 335,880 627,726 644,076 Contracts and Leases 123,143 218,500 297,392 306,212 Capital - 1,353 4,171 4,296 Transfers - - 299,923 306,671 Other - 3,963 8,042 8,164 Total Expenditures $4,891,899 $4,494,949 $12,795,420 $13,132,968

Employee FTE 39 .00 39 .00 43 .00 43 .00

Expenditure Highlights

• Personnel include salaries and benefits for all of the CED employees. This includes the programs of economic development, building, development review, long range planning , administration, Housing and

Community Development .

• A largest component of services and charges are the Section 8 Housing voucher program which accounts for $5 .4 million, another $500,000 is for the Essential Home Repairs program in the Community Development Fund .

• Contracts and Leases include the outside building inspection contract, the retail consulting contract and professional services related to the development of the Land Development Code .

Challenges

Approaching full buildout with focus shifting to redevelopment and infill Finding a balance between new development and established neighborhoods Increasing community concerns around growth and density

Advantages

Opportunities for community engagement .

Interdisciplinary development review process .

Focus on infrastructure planning

Growing concerns around sustainability Dedication to long-range land use .

Relationship with the business community

Community and Economic Development Work System Summary

Strategic Result 1

95% of development project approvals conform to the City’s Comprehensive Plan

COMPLETED MILESTONES: a By 12/2020 complete and implement the updated Land Development Code through adoption and remapping MILESTONES: • By 12/2022 create a sub-area plan for NW Arvada focused on place making • By 12/2025 fully align the Master Plans contained within the City's Comprehensive Plan

Performance Measures Target 2020 2021 2022 Target 2023 Target 2024 Target

Staff recommendations to City Council are adopted by City Council 96% 100% 96% 96% 96% 96%

Comprehensive Plan implementation strate gies will be initiated, on-going or complete 90% 98% 98% 98% 98% 98%

The team proactively updated several areas of the Comprehensive Plan (CP) in May and June of 2020 in association with the approval of the new Land Development Code (LDC) . The new LDC updated all zoning districts within the city and, as a result, some of the zoning was inconsistent with the intent of the new zoning . As a result, the team updated several areas in the CP to provide better continuity between the new zone districts and the CP .

During 2020, no comprehensive plan amendments were requested by a developer .

Strategic Result 2

By 12/2022 66% of development customers rate the development review process as ‘good’ and/or ‘excellent’

MILESTONES: • By 12/2022 implement a development customer service survey with at least a 50% response rate • Annually 90% of development reviews will be returned to the applicant within 15 business days . A 50% response rate . • On an ongoing basis resolve all temporary certificates of occupancy (TCOs) within 6 months of issuance

Community and Economic Development Work System Summary

Performance Measures Target 2020 2021 2022 Target 2023 Target 2024 Target

Building permit inspections will be conducted on the day scheduled 98% 99% 99% 98% 98% 98%

1st review of non-over the counter commercial building permits will be within 20 business days 20 18 18 20 20 20 Development review comments will be returned to the applicant within 15 business days 15 15 23 15 15 15 Development review applications will be approved within the designated review tracks 90% 51% 44% 90% 90% 90%

Improvements have been made in two of the performance measures with the other two showing reductions . Incomplete development applications have lead to a majority of the delays .

Development Customer Survey

Strategic Result 3

By 12/2023 adopt land use options that allow for pocket neighborhoods

COMPLETED MILESTONES: a By 12/2021 develop a resource plan to ensure appropriate implementation MILESTONES: • By 12/2022 propose new land development code zone districts which can accommodate pocket neighborhoods Pocket neighborhoods help connect commercial and residential activity at the neighborhood scale . Pocket neighborhoods integrate commercial uses into low intensity uses that can integrate into the surrounding area . The concept of pocket neighborhoods is to draw from the local community and not be a regional destination . The creating of pocket neighborhoods can serve as a local placemaking and gathering spot to build community .

Community and Economic Development Work System Summary

Strategic Result 4

By 12/2025 fully align the City’s economic development efforts with the community’s vision expressed in the Community Survey and Business Survey

COMPLETED MILESTONES: a By 12/2021 AEDA will be re-accredited by the International Economic Development Council a By 12/2021 establish a community outreach program that helps the community define its economic development goals MILESTONES: • By 12/2022 develop policies, procedures and standards for all events occurring in Olde Town to ensure safety and quality for the community • By 12/2023 establish a plan to build a hospital in Arvada in collaboration with a regional healthcare provide • By 12/2025 develop options for the Harvest Festival targeting the alignment of the Harvest

Festival Committee and City goals

Performance Measures Target 2020 2021 2022 Target 2023 Target 2024 Target

Annually facilitate the development of 150,000 square feet of new commercial real estate . 150,000 225,392 422,912 150,000 150,000 150,000

Community Survey - Planning for growth that add value to quality of life Community Survey - Creating a competitive business environment 75% N/A ** N/A N/A N/A

75% N/A ** N/A N/A N/A

Community Survey - Impact of growth change 65% N/A ** N/A N/A N/A

** The Community survey option was not continued after 2019

The City of Arvada performs a biennial community survey . The results of the survey are used to help the City identify the areas where the City delivers excellent services and areas that need to be improved . The City was rated as a 3 .5 star community in the 2017 and 2019 survey

Meets or Exceeds Target Just Under Target Does Not Meet Target a Complete